Download - Practical Project Management - full course
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INDEX Introduction The Project Manager Project Cycle Management ‘3 PRINCIPLES’ Project Organization Resource Planning Project scope management Budget management Managing quality Project delivery & post-project Tips ‘n tricks
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INTRODUCTION – Background Marten Schoonman
University of Wageningen, the Netherlands
Junior Project Manager (Research Information Management, Organon)
Project Manager
Programme Manager
Account manager (Information Services Department, Organon)
Project Manager
Head Project Management (e-Marketing, Organon)
Project / Business Manager (Media Focus on Africa Foundation)
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Exercise
E What is a project?
E ‘Grand collection of projects’
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INTRODUCTION - Definitions
Characteristics of a Project:
• A project has a beginning and an end• A project has limited resources • A project follows a planned, organized method
to meet its objectives with specific goals of quality and performance
• Every project is unique• A project most often involves change
Project is therefore not the same as a Programme or an Operation.
Change is not made without inconvenience, even from worse to better [S. Johnson
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INTRODUCTION - Definitions
Project – DefinitionA project is a temporary effort made up of a set of related activities undertaken to achieve a unique goal or objective within specific constraints
Management – Definition A process of setting and achieving goals through:
planning, organizing, directing and controlling; Utilizing human, financial and material resources.
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INTRODUCTION - Definitions
Project – DefinitionA project is a temporary effort made up of a set of related activities undertaken to achieve a unique goal or objective within specific constraints
Management – Definition A process of setting and achieving goals through:
planning, organizing, directing and controlling; Utilizing human, financial and material resources.
The art of getting things done through other people
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INTRODUCTION - Definitions
Budget
Quality Schedule
Project is a single, non-repetitive enterprise. It is usually undertaken to achieve PLANNED RESULTS within the TIME LIMIT and a COST BUDGET
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INTRODUCTION - Definitions
Budget
Quality Schedule
Project is a single, non-repetitive enterprise. It is usually undertaken to achieve PLANNED RESULTS within the TIME LIMIT and a COST BUDGET
WHICH IS THE MOST IMPORTANT CORNER IN THIS BALANCE?
E
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INTRODUCTION – Project examples
DREAM or WISH
1. Buying a plot of land2. Building a house3. Having a baby4. Buying a family car
PRIVATE
1. Setting up an VCT centre2. Rolling out new mobile network3. Implementing a new financial system4. Starting a new department
WORK
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INTRODUCTION – Project examples
DREAM or WISH
1. Buying a plot of land2. Building a house3. Having a baby4. Buying a family car
PRIVATE
1. Setting up an VCT centre2. Rolling out new mobile network3. Implementing a new financial system4. Starting a new department
WORKProject = vehicle for delivering change
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INTRODUCTION – Project types
Tech
no
log
y ch
ang
e
Requirements change
R & D projects
Constructionprojects
Businessprojects
ITprojects
Low high
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Exercise
E Match terms to their definitions
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Exercise
1 Deliverable 2 Duration 3 Escalation 4 GANTT chart 5 Issue
6Lessons learned
7 Milestone 8 Baseline 9 Phase
10 Programme 11 Project12 Resource13 Risk 14 Scope 15 Slack 16 Sponsor 17 Stakeholder 18 Subproject 19 Task 20 WBS
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Exercise
J A part of a project K A person or group with an interest in the project A A problem or challenge L A project activity that has a starting and finishing point M A project within another project
I A temporary effort made up of a set of related activities undertaken to achieve a unique goal or objective within specific constraints
B A vehicle for implementing an organization’s strategy T A view that graphically shows the project schedule over time S Management lessons which may be used to improve the execution of future projects C Raise an issue higher and higher in management until it is solved N Spare or extra timeP The amount of time a task will take to finish O The initial project schedule G The outcome of a process which is both definable and measurable also called milestone H The outcome of a process which is both definable and measurable, also called deliverable E The people, material, equipment or facilities required to complete a task Q The person chiefly responsible for leading the project to a successful outcome R The possibility of something going wrong in the future D The sum total of all of its products and their requirements or features F Work breakdown structure; hierarchical organization of project phases, tasks and end products
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Exercise
1 Deliverable G The outcome of a process which is both definable and measurable also called milestone
2 Duration P The amount of time a task will take to finish 3 Escalation C Raise an issue higher and higher in management until it is solved 4 GANTT chart T A view that graphically shows the project schedule over time 5 Issue A A problem or challenge 6 Lessons
learned S Management lessons which may be used to improve the execution of future projects
7 Milestone H The outcome of a process which is both definable and measurable, also called deliverable
8 Baseline O The initial project schedule 9 Phase J A part of a project
10Programme B A vehicle for implementing an organization’s strategy 11Project I A temporary effort made up of a set of related activities undertaken to achieve a unique
goal or objective within specific constraints 12Resource E The people, material, equipment or facilities required to complete a task 13Risk R The possibility of something going wrong in the future 14Scope D The sum total of all of its products and their requirements or features 15Slack N Spare or extra time on non 16Sponsor Q The person chiefly responsible for leading the project to a successful outcome 17Stakeholder K A person or group with an interest in the project 18Subproject M A project within another project 19Task L A project activity that has a starting and finishing point 20WBS F Work breakdown structure; hierarchical organization of project phases, tasks and end
products
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PROJECT MANAGER
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PROJECT MANAGER – Skills and competences
Under the leadership of the G&D Leader, the AWARD Project Manager will:
…plan and manage the day-to-day delivery…supervise the staff and consultants engaged…provide leadership on the science capacity-building components…work closely with research networks…provide regular and accurate management reports…review the effectiveness and efficiency of systems, procedures, etc…take a lead role in internal monitoring and evaluation…possesses the ability to think critically and strategically about technical/administrative approaches and issues…judgment: demonstrates a sound understanding of when to share information and when to keep it confidential…the ability to undertake multiple tasks concurrently…creates a Project environment that is inclusive of all cultures and backgrounds… determines priorities soundly… result-oriented… communication… responsibility… reliable… accurate… eye for detail… leadership… teambuilding… conscious of the politics of organizations… resolves conflicts…
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PROJECT MANAGER – Skills and competences
Under the leadership of the G&D Leader, the AWARD Project Manager will:
…plan and manage the day-to-day delivery…supervise the staff and consultants engaged…provide leadership on the science capacity-building components… work closely with research networks…provide regular and accurate management reports… review the effectiveness and efficiency of systems, procedures, etc…take a lead role in internal monitoring and evaluation…possesses the ability to think critically and strategically about technical/administrative approaches and issues…judgment: demonstrates a sound understanding of when to share information and when to keep it confidential…the ability to undertake multiple tasks concurrently…creates a Project environment that is inclusive of all cultures and backgrounds… determines priorities soundly… result-oriented… communication… responsibility… reliable… accurate… eye for detail… leadership… teambuilding… conscious of the politics of organizations… resolves conflicts…
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PROJECT MANAGER – Skills and competences
Under the leadership of the G&D Leader, the AWARD Project Manager will:
…plan and manage the day-to-day delivery…supervise the staff and consultants engaged…provide leadership on the science capacity-building components…work closely with research networks…provide regular and accurate management reports…review the effectiveness and efficiency of systems, procedures, etc…take a lead role in internal monitoring and evaluation…possesses the ability to think critically and strategically about technical/administrative approaches and issues…judgment: demonstrates a sound understanding of when to share information and when to keep it confidential…the ability to undertake multiple tasks concurrently…creates a Project environment that is inclusive of all cultures and backgrounds… determines priorities soundly… result-oriented… communication… responsibility… reliable… accurate… eye for detail… leadership… teambuilding… conscious of the politics of organizations… resolves conflicts…
“ make sure projects get done”
“facilitator”
“communicator”
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PROJECT MANAGER – Skills and competences
Under the leadership of the G&D Leader, the AWARD Project Manager will:
…plan and manage the day-to-day delivery…supervise the staff and consultants engaged…provide leadership on the science capacity-building components…work closely with research networks…provide regular and accurate management reports…review the effectiveness and efficiency of systems, procedures, etc…take a lead role in internal monitoring and evaluation…possesses the ability to think critically and strategically about technical/administrative approaches and issues…judgment: demonstrates a sound understanding of when to share information and when to keep it confidential…the ability to undertake multiple tasks concurrently…creates a Project environment that is inclusive of all cultures and backgrounds… determines priorities soundly… result-oriented… communication… responsibility… reliable… accurate… eye for detail… leadership… teambuilding… conscious of the politics of organizations… resolves conflicts…
Balance
Technical skills < > Behavioral skills
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PROJECT MANAGER – Roles and responsibilities
‘MINDMAP’
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PROJECT MANAGER – Roles and responsibilities
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PROJECT CYCLE MANAGEMENT
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PROJECT MANAGEMENT CYCLE
DREAM or WISH
DREAM or WISH
DREAM or WISH
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PROJECT MANAGEMENT CYCLE
DREAM or WISH
Design
Plan
Execute
Finalise
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PROJECT MANAGEMENT CYCLE
DREAM or WISH
Design
Plan
Execute
Finalise
Identification & Specification
The actual project
Every project has an end
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PROJECT MANAGEMENT CYCLE
DREAM or WISH
Design
Plan
Execute
Finalise
Monitoring & Evaluation
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PROJECT MANAGEMENT CYCLE
DREAM or WISH
Design
Plan
Execute
Finalise
Final evaluation to collect lessons learned
Monitoring & Evaluation
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PROJECT MANAGEMENT CYCLE
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PROJECT MANAGEMENT CYCLE
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PROJECT MANAGEMENT CYCLE
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PROJECT MANAGEMENT CYCLE
INITIATE - This phase is where an idea or a proposal is authorized and funded as a project. It may include some initial planning and estimating to clarify its objective and scope.
PLAN - This phase includes two distinct components; the development of plans that are required as part of the proposal – core planning, and the plans to manage the implementation of the project – facilitation planning.
IMPLEMENT . Implementation includes taking all necessary actions to ensure the activities in the project plan are completed and the outputs of the plan are produced. Includes task assignments and authorizations to execute plans.
MONITOR - Monitoring is about measuring the progress of a project against its objectives, looking at deviations from the plan and deciding on corrective steps to put the project back on track. It looks at the log-frame indicators and schedule and budget targets.
ADAPT - This phase refers to the process by which the project manager adapts its project management methods from the insights and learning that was captured. It also refers to the changes that need to be incorporated in the original processes, approaches, strategies and methods planned to deliver the project interventions
CLOSE - The closing phase of the project is when the project has achieved the planned objectives and all deliverables have been produced. The phase also includes the project evaluation to see if the original objectives were achieved or not
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PROJECT MANAGEMENT CYCLE
INITIATE - This phase is where an idea or a proposal is authorized and funded as a project. It may include some initial planning and estimating to clarify its objective and scope.
PLAN - This phase includes two distinct components; the development of plans that are required as part of the proposal – core planning, and the plans to manage the implementation of the project – facilitation planning.
IMPLEMENT . Implementation includes taking all necessary actions to ensure the activities in the project plan are completed and the outputs of the plan are produced. Includes task assignments and authorizations to execute plans.
MONITOR - Monitoring is about measuring the progress of a project against its objectives, looking at deviations from the plan and deciding on corrective steps to put the project back on track. It looks at the log-frame indicators and schedule and budget targets.
ADAPT - This phase refers to the process by which the project manager adapts its project management methods from the insights and learning that was captured. It also refers to the changes that need to be incorporated in the original processes, approaches, strategies and methods planned to deliver the project interventions
CLOSE - The closing phase of the project is when the project has achieved the planned objectives and all deliverables have been produced. The phase also includes the project evaluation to see if the original objectives were achieved or not
Planning is important for:• getting an overview of what needs to be done• making sure you don’t forget anything• making sure you handle things in the right order• being able to know what the finish date is
When Planning you have the opportunity to:• include lessons learned and best practices• inform others what is going to happen• inform others by why, when and what you will need them for• get reviews from others to make sure nothing is left out
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PROJECT MANAGEMENT CYCLE
TIPS
• Input from others; Experts, books, lessons
learned, Brainstorms, Cross-check, reviews
• Break big challenge down into small pieces
• Begin with the end in mind (S. Covey)
• Use risks as a guide – start with high
impact / high likelihood risks first
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PROJECT MANAGEMENT CYCLE
TIPS
• Focus on the shortest path to result / critical
path
• Visualize, display and repeatedly
communicate
• Search for buy-in from the ‘stakeholders’
• Prioritization; use action lists
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3 PRINCIPLES
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PROJECT MANAGEMENT – The three principles
1.PLANNING..
2.COMMUNICATION..
3.RISK MANAGEMENT..
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PROJECT MANAGEMENT – The three principles
1. PLANNING – the process of (1) defining what will happen in the project, how it is prepared, by whom and when, the cost and any dependencies. (2) monitoring and adjustment.
2. COMMUNICATION – the process of (1) informing all ‘stakeholders’, beneficiaries, workers, colleagues, sponsors / donors, media; (2) Getting and maintaining buy-in of decisions makers; (3) Listening.
3. RISK MANAGEMENT – the process of identification, evaluation and mitigation of any project risk.
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PROJECT MANAGEMENT – The three principles
1. PLANNING – the process of (1) defining what will happen in the project, how it is prepared, by whom and when, the cost and any dependencies. (2) monitoring and adjustment.
2. COMMUNICATION – the process of (1) informing all ‘stakeholders’, beneficiaries, workers, colleagues, sponsors / donors, media; (2) Getting and maintaining buy-in of decisions makers; (3) Listening.
3. RISK MANAGEMENT – the process of identification, evaluation and mitigation of any project risk.
‘SHOWSTOPPERS’
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1. PLANNINGPlanning is bringing the future into the present so that you can do
something about it now” (Alan Lakein)
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Pla
nn
ing
det
ail
Project complexity
Time wasting
High risk;plan more
Low high
PROJECT PLANNING
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Pla
nn
ing
det
ail
Project complexity
Time wasting
High risk;plan more
Low high
PROJECT PLANNING
Project complexity; can be defined as one where there are:• Many tasks• Many dependencies• Many resources
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PROJECT PLANNING – SMART objectives
Letter Major Term Minor Terms
S Specific Significant, Stretching, Simple
M Measurable Meaningful, Motivational, Manageable
A Attainable Appropriate, Achievable, Agreed, Assignable, Actionable, Action-oriented[, Ambitious
R Relevant Realistic, Results/Results-focused/Results-oriented, Resourced, Rewarding
T Time-bound Time framed, Timed, Time-based, Timeboxed, Timely, Timebound, Time-Specific, Timetabled, Trackable, Tangible
Source: http://en.wikipedia.org/wiki/SMART_criteria
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PROJECT PLANNING – SMART objectives
Letter Major Term Minor Terms
S Specific Significant, Stretching, Simple
M Measurable Meaningful, Motivational, Manageable
A Attainable Appropriate, Achievable, Agreed, Assignable, Actionable, Action-oriented[, Ambitious
R Relevant Realistic, Results/Results-focused/Results-oriented, Resourced, Rewarding
T Time-bound Time framed, Timed, Time-based, Timeboxed, Timely, Timebound, Time-Specific, Timetabled, Trackable, Tangible
Source: http://en.wikipedia.org/wiki/SMART_criteria
Example: To train 12 trainers for two days on microfinance by December 31st 2010.
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Exercise
Write down two SMART objectivesE
SMART
1.
2.
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PROJECT PLANNING
Determine requirements
Collect the requirements in a Terms of Reference:
1. Background2. Objectives3. Scope4. Constraints5. Assumptions6. Reporting7. Deliverables and Milestones8. Cost Benefit9. Finance
‘80% of planning time is spent on getting client objectives and requirements’
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PROJECT PLANNING
Determine requirements
Collect the requirements in a Terms of Reference:
1. Background2. Objectives3. Scope4. Constraints5. Assumptions6. Reporting7. Deliverables and Milestones8. Cost Benefit9. Finance
Determine possible solutions
Collect findings in aFeasibility study:
1. Objectives2. Scope3. Success criteria4. Performance requirements5. Impact on organization and
other systems6. Risks7. Recommended solution8. Alternative solutions9. Cost benefit
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PROJECT PLANNING
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PROJECT PLANNING
Key elements of Project Schedules:
1. To communicate across the project team, client
and line management
2. Technical excellence will not compensate for non
communicating schedules
3. Poor layout can destroy schedules
4. Simplicity is essential
5. They must be updated
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PROJECT PLANNING
TAS
KS
ST
RU
CT
UR
E
TIME
Education
now
Material development
Research
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PROJECT PLANNING
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PROJECT PLANNING
GANTT CHART (MICROSOFT PROJECTS)= a type of bar chart that illustrates a project schedule, developed by Henry Gantt
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PROJECT PLANNING
GANTT CHART(MICROSOFT PROJECTS)
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Exercise
Develop a planningE
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MIND MAPPING
from Darwin's notebooks around July 1837 showing his first sketch of an evolutionary tree (Wikipedia).
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MIND MAPPING
The Tree of Life as seen by Ernst Haeckel in the The Evolution of Man (1879) (Wikipedia).
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MIND MAPPING
Modern highly resolved Tree Of Life, based on completely sequenced genomes (Wikipedia).
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MIND MAPPING
Number associations (http://blog.iqmatrix.com/)
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MIND MAPPING
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MIND MAPPING
Google ‘wonderwheel’
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MIND MAPPING
Neural network (www.tricitypsychology.com) / Neuron injected neuron injected with a fluorescent dye (www.rikenresearch.riken.jp)
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MIND MAPPING
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PROJECT PLANNING
MINDMAPPING / MINDMANAGER(WWW.MINDJET.COM)
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PROJECT PLANNING
PERT chart for a project with five milestones (10 through 50) and six
activities (A through F). The project has two critical paths: activities B
and C, or A, D, and F – giving a minimum project time of 7 months with
fast tracking. Activity E is sub-critical, and has a float of 2 months.
PERT = Program Evaluation and Review Technique
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PROJECT PLANNING
Advanced schedule networking:
Network = an illustration of the interdependency of project
tasks
Critical Path = the sequence of project network activities which
add up to the longest overall duration.
Slack = spare or extra time on non-critical paths
Time estimates: 1. Optimistic 2. Pessimistic 3. Most likely
Expected time for a task = (Optimistic + Pessimistic + 4xMost
likely) / 6
Expected time for a project = Sum of expected times along the
project’s critical path
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PROJECT PLANNING
Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt
From numerous studies from1998 for traditional project management methods, only 44%
of projects typically finish on time, projects usually complete at 222% of the duration
originally planned, 189% of the original budgeted cost, 70% of projects fall short of
their planned scope (technical content delivered), and 30% are cancelled before
completion.
Using CCPM : 95% on-time and on-budget completion when CCPM is applied correctly.
CCPM aggregates the large amounts of safety time added to many subprojects in project
buffers to protect due-date performance, and to avoid wasting this safety time through
bad multitasking, student syndrome, Parkinson's Law and poorly synchronized
integration.Source: http://en.wikipedia.org/wiki/Critical_Chain_Project_Management
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PROJECT PLANNING
Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt
From numerous studies from1998 for traditional project management methods, only 44%
of projects typically finish on time, projects usually complete at 222% of the duration
originally planned, 189% of the original budgeted cost, 70% of projects fall short of
their planned scope (technical content delivered), and 30% are cancelled before
completion.
Using CCPM : 95% on-time and on-budget completion when CCPM is applied correctly.
CCPM aggregates the large amounts of safety time added to many subprojects in project
buffers to protect due-date performance, and to avoid wasting this safety time through
bad multitasking, student syndrome, Parkinson's Law and poorly synchronized
integration.Source: http://en.wikipedia.org/wiki/Critical_Chain_Project_Management
Student syndrome refers to the phenomenon that many people will start to fully apply themselves to a task just at the last possible moment before a deadline. This leads to wasting any buffers built into individual task duration estimates
Parkinson's Law: the demand upon a resource tends to expand to match the supply of the resource
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PROJECT PLANNING
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PROJECT PLANNING
Design an action planE
ACTION(1 to 3 words,Actionable)
ACTION DESCRIPTION(the action in more detail; where, how many, how often)
TIMING(start and end date)
BY WHOM(one name of person or organization)
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PROJECT PLANNING
TIPS
• Use an attractive and fun planning tool
• Re-iterate the planning; review it days
later and ask input
• Phase your project
• ‘Plan to adapt the plan’
• Communicate the plan
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PROJECT PLANNING
TIPS
• Use a ‘shadow plan’ (..)
• Reserve time for unexpected events
• Check prognosis at ¼ of a task and take
action
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2. COMMUNICATIONTo effectively communicate, we must realize that we are all different in the way we perceive
the world and use this understanding as a guide to our communication with others.
(Anthony Robbins)
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Whisper this is your neighbor's ear for me, please…
E
Exercise
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COMMUNICATION
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COMMUNICATION
Discussion & examples on verbal vs. nonverbal communication
E
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COMMUNICATION
Verbal communication: 7%Nonverbal communication: 93% (gesture touch body language posture facial expression eye contact
clothing hairstyles paralanguage voice quality emotion speaking style rhythm intonation stress; 38% vocal tone and 55% body language and other). Nonverbal messages can interact with verbal messages in six ways: • repeating, • conflicting, • complementing, • substituting, • regulating • accenting/moderating
“Even if someone decides to say nothing they are still communicating“ and “Silence speaks louder than words”
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COMMUNICATION
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COMMUNICATION
PROGRESS
TROUBLESHOOTING
RESOURCES INPUT
RESOURCES
DECISION-MAKING PR - ATTENTION
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Stakeholders overview…E
Exercise
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COMMUNICATION
Learn about the sponsor and their operation
Build a sponsor relationship
Understand sponsor problems and issues
Explain your project methodology
Listen 80% Talk 20%
Avoid discussing detailed (technical) solutions
Agree on next steps
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COMMUNICATION
• Newsletters (e-mail / bulletin board)• Progress reports; ‘report by exception’ (e-mail)• Presentations / Discussion (face-to-face)• Discussion one-on-one
And..
• ‘Management by walking around’
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COMMUNICATION
Human factors that form the basis of control:
Ownership, commitment and accountability
Empowerment
Team participation
Measurement
Coaching
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COMMUNICATION
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COMMUNICATION
Structured
Enthusiasm Chaotic
Rigid
Core competence model, by D. Ofman
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COMMUNICATION
Structured
Enthusiasm
RigidThink ahead
FlexibilityChaotic
Rigid
Core competence model, by D. Ofman
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COMMUNICATION
International differences:• Direct vs. cautious• Mother language• Hierarchy
To do:• Pro-active attitude• Check assumptions; ‘over-communicate’• Guidelines
Interpretation differences
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COMMUNICATION
TIPS
• Know the people involved – meet them
personally
• Know the people who (1) support and
(2) oppose the project; keep a list
• Ask input and listen
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COMMUNICATION
TIPS
• ‘Walk your talk’; be clear and honest in
your communication
• Focus on ‘effective communication’(pink giraffe example)
• Effective and quick conflict resolution
• Keep the customer informed(& inform one when one does not expect to be informed)
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COMMUNICATION
TIPS
• When starting a new project; organize a
formal ‘kick-off’ to mark the start of the
project and clearly communicate the
anticipated end result
• Practice your negotiation skills
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3. RISK MANAGEMENTWhat should you do when a rhino charges you? Pay him!
&
Risks is feature of projects
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RISK MANAGEMENT
IDENTIFY
EVALUATE
MITIGATE
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RISK MANAGEMENT
IDENTIFY
EVALUATE
MITIGATE
The collection of any risk thatcan impact on the project outputs;external, financial, human resource, organisational, responsibilities,policies, corruption, etc
Determine the severity of therisk in (1) impact (2) likelihood.
Determine any action to be taken; (1)share (2) endure (3) avoid(4) lessen
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RISK MANAGEMENT
RISKLIST
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Exercise
E Risk list
RISK IMPACT LIKELIHOOD MITIGATION
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Exercise
E Issue list
ISSUE PRIORITY MITIGATION
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RISK MANAGEMENT
TIPS
• Start the risk list during project planning and maintain it throughout the project
• Listen to others (anyone) to collect risks
• Ask advice to mitigate risks
• Separate risks from issues
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PROJECT ORGANISATION
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PROJECT ORGANIZATION
ADRESSING:
Who is in which role; a person can be in more than one role, but what about conflicting interests.
Clarity of roles and responsibilities Involving the experts Get buy-in Internal communication of the project (change) Determined who reports to who and how
problems are reported and managed Agree on project tools and how to use them
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Exercise
E Project team
NAME ROLE(S) RESPONSIBILITY AVAILABILITY
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PROJECT ORGANISATION – Organisational diagram - Basic
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PROJECT ORGANISATION – Organizational diagram - Functional
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PROJECT ORGANISATION – Organizational diagram – Product or Project
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PROJECT ORGANISATION – Organizational diagram – Project Oriented Organizations
Project Team
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PROJECT ORGANISATION – Problem solving; the escalation mechanism
1
23
Solve problems at the lowest possible level; if unsuccessful use the escalation mechanism
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PROJECT ORGANISATION – Responsibility chart
Project manager Team member x
Task 1
Task 2
Task 3
Task 4
- Approve
- Must be notified
- May be consulted
- General management responsibility
Also for: change control procedures, communications, personnel skills, etc
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RESOURCE PLANNING
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RESOURCE PLANNING
Capacity planning: Mapping the project plan to availability of resources
Week 1 (hours)
Week 2(hours)
Week 3(hours)
John 40 40 40
Sarah 32 24 0
Peter 32 8 8
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RESOURCE PLANNING
Weeks
Exp
ertis
e Y
100%(and sickness,
leave, unforeseen)
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RESOURCE PLANNING
Rational Unified Process
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Exercise
E Human resource planning
NAME WEEK 1 WEEK 2 WEEK 3
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RESOURCE PLANNING
TIPS
• Plan & check availability and iterate (verify) with resource manager
• Approach people personally to counter-check (nobody else will)
• Inform all stakeholders of what is expected and by when and update them on changes
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PROJECT SCOPEMANAGEMENT
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PROJECT SCOPE MANAGEMENT
START
Scope: The sum total of all of its products and their requirements or features
‘Scope creep’:
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PROJECT SCOPE MANAGEMENT
START
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PROJECT SCOPE MANAGEMENT
START
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Exercise
Project manager and Sponsor role-play; requirements and their priorities
E
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Exercise
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BUDGETMANAGEMENT
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BUDGET MANAGEMENT
1.After project planning; make financial outline2.A budget form a baseline to measure against3.Make sure you have financial commitment and
have some idea of how much additional / contingency budget is available
4.Report regularly on the summary
I Initial BudgetII Project finances against budgetIII Financial reporting
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BUDGET MANAGEMENT – Initial Budget
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BUDGET MANAGEMENT – Initial Budget
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BUDGET MANAGEMENT – Project control
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BUDGET MANAGEMENT – Project control
}CONTROL
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BUDGET MANAGEMENT
Develop a budgetE
Item No. Unit Unit cost Total
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MANAGING QUALITY
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MANAGING QUALITY
Budget
Quality Schedule
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MANAGING QUALITY
DREAM or WISH
Design
Plan
Execute
Finalise
Final evaluation to collect lessons learned
Monitoring & Evaluation
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PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation
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PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation
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PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation
‘Dream’ / Ideal world
What we can be held
accountable for
SMART goals
Answers ‘so what’, direct
result from outputs
Immediate results
Formulated SMART, basis
for the plan
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PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation
INPUTS
‘Dream’ / Ideal world
What we can be held
accountable for
SMART goals
Answers ‘so what’, direct
result from outputs
Immediate results
Formulated SMART, basis
for the plan
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BUDGET MANAGEMENT
Develop the logical frameworkE
‘Dream’ / Ideal world
What we can be held accountable for
SMART goals
Answers ‘so what’, direct result from outputs
Immediate results
Formulated SMART, basis for the plan
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PROJECT DELIVERY& POST-PROJECT
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PROJECT DELIVERY
‘Plan the end date’ (it is a project and therefore ends)
Inform stakeholder in advance and sharing the success
Be careful with showing and sharing preliminary results
documents
Make sure you can deliver what you promised and what is
expected
Evaluate, round-up and clean-up
Work on follow-up / last elements / manage overlaps with
new projects
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TIPS ‘N TRICKS
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PROJECT MANAGEMENT – Tips ‘n Tricks
TIPS
• Ensure a clear project description; what will the project deliver?
• Never assume;even verify your own communication
• Focus on teamwork; involve the team members, do it together
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PROJECT MANAGEMENT – Tips ‘n Tricks
TIPS
• Start and maintain a to-do list; and prioritize the actions
• Check planning estimates; e.g. ask a senior PM to countercheck
• Keep a paper trail; decisions, approvals, meeting minutes
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PROJECT MANAGEMENT – Tips ‘n Tricks
TIPS
• Work out what your escalation mechanism is and remember to use it
• To quickly become a better PM use self-assessments, evaluations and 360º’s
• Spend 80% of your time listening and 20% of you time talking
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PROJECT MANAGEMENT – Tips ‘n Tricks
TIPS
• Manage your project management files neatly, preferably using a hierarchy
• Use workshop efficiently to get input and buy-in; learn and try the various techniques
• Use your gut feeling, when in doubt; use a project health check form
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PROJECT MANAGEMENT – Tips ‘n Tricks
WEBTIPS
• Wikipediahttp://en.wikipedia.org/Definitions, examples, hyperlinks
• Project Management 4 Development http://www.pm4dev.com/Free project management resources and distant learning
• Project Management Institutewww.pmi.orgMore information on project management and certification
• Google..
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PROJECT MANAGEMENT – Tips ‘n Tricks
BOOKTIPS
• Guide to Project Management; Achieving lasting benefit through effective change, Paul Roberts, 2007, The Economist
• Project Management For Dummies, Stanley E. Portney
• Fundamentals of Project Management. A modern methodology to manage development projects for international assistance and humanitarian relief organizations. PM4DEV, October 2007 – more on internet